From Stakeholders to Stakesliders
This paper examines the resistible “consistency” of the stakeholder theory through a case study, i.e. the implementation of the Corporate Social Responsibility program of a global mining company at the local level of one of its branches. It shows that even when stakeholder policy is more than a pure...
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| Autori principali: | , |
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| Natura: | Article ou chapitre numérique |
| Lingua: | Français |
| Pubblicazione: |
2007
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| Soggetti: | |
| Accesso online: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
| Riassunto: | This paper examines the resistible “consistency” of the stakeholder theory through a case study, i.e. the implementation of the Corporate Social Responsibility program of a global mining company at the local level of one of its branches. It shows that even when stakeholder policy is more than a pure rhetorical discourse addressed to regulators, financial markets and activists, its implementation may lead to some unexpected difficulties, such as the paradoxical “reluctance” of the public it is supposed to serve, help, or favour. On the one hand stakeholder policy is more effective than what we may have expected; on the other hand its acceptance by its “beneficiaries” – here the “local communities” – is less obvious than what we may have guessed: sometimes the so-called “stakeholders” should thus be better defined as “stakesliders.” |
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